A STUDY ON THE

EFFECTIVENESS OF
STRATEGIC HUMAN
RESOURCE PLANNING ON
TALENT RETENTION OF
KNOWLEDGE WORKERS
ESHA GHAG
F065
81022019516
 WHO ARE KNOWLEDGE WORKERS?

THEY ARE WELL

INFORMED
THEY HAVE HIGH EDUCATION
STRIVE FOR EFFICIENCY
AND SPECIALIZATION
EHANCEMENT
PERFORM MENTAL WORK,
HIGH LEVEL
KNOWLEDGE DECISION MAKING AND
WORKERS KNOWLEDGE INTENSIVE TASKS

WANT CONSTANT
DEVELOPMENT

OBJECTIVES
OF STUDY
To understand the needs of a knowledge
worker in an organisation
To study the role of strategic human
resource planning to retain knowledge
workers.
To provide effective strategies to deal with
a highly mobile knowledge workforce
HYPOTHESIS
H0 : There is no significant relationship
between career advancement
opportunities and retention of knowledge
workers.
H1 : There is a significant relationship
between career advancement
opportunities and retention of knowledge
workers.
PRIMARY RESEARCH
WHAT EFFORTS
SHOULD THE
ORGANISATION PUT
INTO EMPLOYEE
RETENTION?
WHAT FACTORS
PROMPT
EMPLOYEES TO
SEEK AN
ALTERNATIVE
EMPLOYMENT?
WHY DO
EMPLOYEES QUIT?
 SECONDARY
RESEARCH- FINDINGS
KNOWLEDGE WORKER'S
RETENTION IS BEST FACILITATED
WHEN:
RETENTION TOOLS FOR INDIVIDUALS
COMPETITIVE PAY
CHALLENGING WORK
BUILD A COMMUNITY
OPTIMIZE WORK SPACES
LEVERAGE TECHNOLOGY
EMBRACE FLEXIBILITY
 SUGGESTION

ONE SUGGESTION THAT STANDS

RELEVANT IS RELATED TO
FREELANCING


CONCLUSION

THUS, WE HAVE ENOUGH EVIDENCE TO REJECT THE NULL

HYPOTHESIS AND ACCEPT THE ALTERNATE HYPOTHESIS.
KNOWLEDGE WORKERS TENDTO SHOW LOYALTY TOWARDS THE
ORGANISATION ONLY IF THERE IS GROWTH, HIGH SALARY AND
CAREER ADVANCEMENT OPPORTUNITIES
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